A STUDY ON INTERNAL COMMUNICATION PROCESS AT TITAN
INDUSTRIES LTD - HOSUR
By
SATHIYA .S
Reg.No.71103631042
of
Kongu Engineering College
A PROJECT REPORT
Submitted to the
Faul!" o# Manage$en! Siene%
In partial fulfillment of the reuirement
for the a!ard of the degree
Of
MASTER OF &USINESS ADMINISTRATION
IN
HUMAN RESOURCE MANA'EMENT
JUNE ())*
A&STRACT
"hi# pro$e%t i# underta&en to #tudy the effe%ti'ene## of internal
%ommuni%ation pro%e## at "itan indu#trie# (td) !at%h di'i#ion one of the leading
!at%h manufa%turer in the !orld.
"he organi*ation i# ha'ing 'ariou# fa%ilitie# for the purpo#e of
%ommuni%ation among the people !or&ing in the organi*ation #u%h a# Noti%e
Board) +ir%ular) Ne!# Bo,) "elephone) -roup .eeting#) In/0ou#e .aga*ine#
and +ompany Intranet fa%ilitie#.
"he main ob$e%ti'e i# to find out the effe%ti'ene## of the internal
%ommuni%ation pro%e## and to find the #ati#fa%tion le'el of the employee#.
"he re#ear%h de#ign u#ed for the #tudy !a# de#%ripti'e re#ear%h. It
in%lude# fa%t/finding enuirie# of different &ind. Random #ampling te%hniue !a#
u#ed in #ele%ting the #ample#. "he data !a# %olle%ted through #ur'ey method. 1
ue#tionnaire !a# prepared and admini#tered to 100 employee# of "itan
Indu#trie# (td.
"he data !a# tabulated and analy*ed for logi%al #tatement# u#ing #imple
per%entage analy#i# and paired #ign te#t. "he #tudy ha# re'ealed that the
effe%ti'ene## of internal %ommuni%ation among the management and employee#
i# fairly good) and ma$ority of the employee# are #ati#fied !ith the %ommuni%ation
!ithin the organi*ation.
ACKNO+LED'EMENT
I o!n my #in%ere than&# to .r.2.S01N31R) .anager ) per#onnel
1dmini#tration) "I"1N IN45S"RI6S (I.I"64 for granting permi##ion to do my
pro$e%t !or& in thi# e#teemed organi*ation.
I e,pre## my heartfelt than&# to .r. R.B01(17I6) .anager 8"otal
6mployee In'ol'ement9 for their #upport) guidan%e and en%ouragement for the
#u%%e##ful %ompletion of my pro$e%t.
.y #in%ere than&# to 4r.1...N1"1R171N) :rin%ipal) 3;N-5
6N-IN66RIN- +;((6-6) !ho pro'ided thi# opportunity to %arry out thi#
pro$e%t.
.y #in%ere gratitude to prof.S5R6S0 35.1R) 4ire%tor) 4epartment) of
.anagement #tudie#) 3;N-5 6N-IN66RIN- +;((6-6) for hi# %on#tant
#upport and guidan%e throughout my pro$e%t !or&.
.y profound gratitude to my fa%ulty guide 4r. N.-N1N1S1B1:1"02)
1##t profe##or) 4epartment of .anagement Studie#) 3;N-5 6N-IN66RIN-
+;((6-6 for hi# guidan%e.
&ONAFIDE CERTIFICATE
+ertified that thi# pro$e%t titled , A STUDY ON INTERNAL
COMMUNICATION PROCESS AT TITAN INDUSTRIES LTD - HOSUR. i# the
bonafide !or& of M%. SATHIYA.S /RE'.NO.011)2321)4(5 !ho %arried out the
re#ear%h under my #uper'i#ion.+ertified further) that to the be#t of my &no!ledge
the !or& reported herein doe# not form part of any other pro$e%t report or
di##ertation on the ba#i# of !hi%h a degree or a!ard !a# %onferred on an earlier
o%%a#ion on thi# or any other %andidate.
S5:6R<IS;R 0614 ;= "06 46:1R".6N"
<i'a/'o%e held on >>>>>>>>>..
Internal 6,aminer 6,ternal 6,aminer
+;N"6N"S
CHAPTERS PARTICULARS PA'E NO
1BS"R1+"
iii
(IS" ;= "1B(6S
'ii
(IS" ;= +01R"S
'iii
1
INTRODUCTION
1.1 IN45S"R2 :R;=I(6
1
1.2 +;.:1N2 :R;=I(6
?
1.3 :R;76+" :R;=I(6
11
1.4 R6<I6@ ;= (I"6R1"5R6
(
INTERNAL COMMUNICATION PROCESS
2.1 S+;:6 ;= "06 S"542
2.2 ;B76+"I<6S ;= "06 S"542
2.3 (I.I"1"I;NS ;= "06 S"542
2.4 R6S61R+0 .6"0;4;(;-2
2
FIN'IN'S AND CONCLUSION
3.1 1N1(2SIS 1N4 IN"6R:R6"1"I;N
3.2 =IN4IN-S
3.3 S5--6S"I;NS
3.4 +;N+(5SI;N
1::6N4IA
R6=6R6N+6S
LIST OF CHARTS
CHART
NO
"I"(6
PAGE
NO
3.1.1
PERCENTAGE OF RESPONDENTS RECEIVED THE
INFORMATION ABOUT COMPANY’S STRATEGIC PLANS
AND POLICIES
3.1.2
PERCENTAGE OF RESPONDENTS INFORMED ABOUT THE
DETAILS OF THE COMPANY
3.1.3
PERCENTAGE OF RESPONDENTS RECEIVE RELEVANT
GUIDELINES TO, HOW TO CARRY ON ROUTINE TASK
3.1.4
RESPONDENTS OPINION ABOUT THE MEETINGS
CONDUCTED AT REGULAR INTERVALS.
3.1.5
RESPONDENTS SATISFACTION ON TWO WAY
COMMUNICATION SHARED WITH MANAGEMENT AND
EMPLOYEES.
3.1.
RESPONDENTS OPINION ABOUT THE GROUP MEETINGS
ORGANISED REGULARLY IN THE COMPANY
3.1.!
SATISFACTION LEVEL OF THE RESPONDENTS ABOUT
THE DISCUSSIONS IN GROUP MEETINGS.
3.1."
PERCENTAGE OF RESPONDENTS RECEIVE THE
PERFORMANCE FEEDBACK REGULARLY
3.1.#
RESPONDENTS OPINION ABOUT THE COMMUNICATION
WITH SUPERIORS
3.1.1$
RESPONDENTS OPINION ABOUT THE OPEN
COMMUNICATION
CHART
NO
"I"(6
PAGE
NO
3.1.11
RESPONDENTS OPINION ABOUT THE CONFLICTS ARE
RESOLVED BY THE SUPERIOR FOR BOTH FAMILY AND
PERSONAL ISSUES
3.1.12
PERCENTAGE OF THE RESPONDENTS RECEIVE THE
INFORMATIONS CONVEYED BY THE SUPERIOR
3.1.13
PERCENTAGE OF RESPONDENTS ARE MOTIVATED BY
THE SUPERIOR THROUGH FRIENDLY INTERACTION
3.1.14
RESPONDENTS OPINION ABOUT THE RIGHT
INFORMATIONS ARE PROVIDED THROUGH RIGHT
MEDIA
3.1.15
RESPONDENTS OPINION ABOUT THE OPPORTUNITIES
PROVIDED TO E%PRESS IDEAS AND OPINIONS
3.1.1
RESPONDENTS OPINION ABOUT THE OPPORTUNITIES
ARE PROVIDED FOR THE EMPLOYEES TO INTERACT
WITH THE INTERDEPARTMENT LEVEL
3.1.1!
RESPONDENTS OPINION ABOUT THE COMMUNICATION
FACILITATES BETTER PERFORMANCE
3.1.1"
RESPONDENTS OPINION ABOUT THE CLEAR AND
UNDERSTANDABLE COMMUNICATION IN THE
COMPANY
3.1.1#
RESPONDENTS OPINION ABOUT THE PERIODICAL
TRAINING PROVIDED FOR EFFECTIVE
COMMUNICATION
(IS" ;= "1B(6S
TABLE
NO
"I"(6 PAGE
NO
3.1.1
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.1N1-6.6N" .66"IN- 1N4 -R;5: .66"IN-
3.1.4
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3.1.5
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COMMUNICATION FACILITATES PERFORMANCE AND
+(61R IN=;R.1"I;N =R;. S5:6RI;RS
1.1 +;.:1N2 :R;=I(6
In!ro6u!ion
"itan Indu#trie# (td. !a# in%orporated in 1BC4 a# a $oint
'enture bet!een the "ata and the "amil Nadu Indu#trial 4e'elopment
+orporation (imited) a -o'ernment of "amil Nadu underta&ing. "he +ompany
ha# it# Regi#tered ;ffi%e in 0o#ur) an indu#trial to!n in "amil Nadu) and it#
+orporate ;ffi%e in Bangalore) 3arnata&a. "he +ompany ha# been engaged in
the manufa%ture and mar&eting of uart* !at%he# #in%e the year 1BC7.
"he +ompanyD# produ%t# are di#tributed through a net!or& #panning
o'er C)600 retail outlet# %o'ering 2030 to!n#. "he net!or& in%lude# 160 @orld of
"itan #ho!room# and 142 "itan %ontrolled multi/brand outlet# %hri#tened "ime
Eone. In line !ith it# #trategy of fo%u##ing on the ma$or brand# the %ompany ha#
al#o opened four e,%lu#i'e outlet# for the Sonata brand of !at%he#) on an
e,perimental ba#i#. "he net!or& i# #upported by +=1D# 8329) Redi#tribution
Sto%&ie#t 8"itan 3B) Sonata 41)%ommon "itanFSonata 1?9 and manned by
logi#ti%# profe##ional# !ho#e unen'iable ta#& it i# to minimi#e #to%&/out# a%ro##
more than a thou#and 'ariant#.
"he %ompany al#o e,port# about 10 G of it !at%he# primarily to the
.iddle 6a#t) =ar 6a#t and 6urope. Infa%t in .iddle 6a#t it# the no 1 brand in
uite a fe! %ountrie#.
TITAN7S CORPORATE O&JECTI8ES
It i# "itanD# %orporate ob$e%ti'e to be a #ignifi%ant and re#pe%ted
global !at%h) and $e!elry brand) and al#o be the mar&et leader in India) in%luding
being the premier retailer of the#e produ%t#.
"itan !ill u#e it# manufa%turing #trength# to produ%e a 'ariety of mi%ro/
pre%i#ion engineering and ele%troni% produ%t# unrelated to !at%he#.
"itan !ill u#e it# %ore %ompeten%ie# in the area# of de#ign) mar&eting)
retailing) #ouring and manufa%turing) a# appropriate) to e,tend it# bu#ine##
a%ti'itie# to other pre#tigiou# per#onal u#e produ%t# and lu,ury good#.
In the pur#uit of the#e ob$e%ti'e#) effi%ien%y !ill al!ay# be a high %orporate
goal #o a# to al!ay# deli'er the be#t 'alue for money to the %u#tomer.
In doing #o) "itan e,pe%t# to put India on the !orld map for high uality
good# and #er'i%e# a# al#o add 'alue to the pre#tigiou# "ata name on !hi%h it
dra!#.
In all it# endea'or#) "itan !ill #ee& to !in global profe##ional re%ognition
not only for the a%hie'ement of it# bu#ine## ob$e%ti'e#) but al#o for the mean# it
u#e# for their a%hie'ement. 0igh bu#ine## ethi%# i# an end in it#elf.
In the pur#uit of it# bu#ine## ob$e%ti'e#) "itan e,pe%t# to en#ure a high
degree of #ati#fa%tion to all tho#e !ith !hom it intera%t# in%luding employee#)
#hareholder#) ban&# and lending in#titution#) the in'e#ting publi% in general)
#upplier#) %u#tomer#) the %ommunity in !hi%h it fun%tion#) the State of "amil
Nadu and #o%iety at large.
Te9nolog"
"itanD# !at%h manufa%turing fa%ility !a# #et up in 1BC7) !ith te%hni%al
&no!/ho! from 6urope and 7apan. ;'er the year the +ompany ha# e#tabli#hed
highly integrated manufa%turing fa%ilitie# and ha# gro!n to be%ome the #i,th
large#t !at%h manufa%turer brand in the !orld. "he +ompany manufa%ture#
!at%h mo'ement#) !at%h%a#e# in #teel and bra##) and bra%elet# in #olid a# !ell
a# #heet #teel. "he manufa%turing pro%e##e# employed in%lude mi%ropre%i#ion
operation# 8.anufa%turing of %omponent# and #ub a##emblie#9 0ot H %old
forging) #tamping) in$e%tion molding and tool ma&ing. Some of the &ey fa%ilitie#
for the abo'e in%lude +N+ ma%hining %enter#) Ion plating euipment for #urfa%e
fini#hing) pre%i#ion 'ibratory type ele%troplating) 7ig boring and 7ig grinding) 3/
a,i# +N+ milling !ith on/line programming) 41I2/a,i# +N+ 64. !ire/%ut
ma%hine#) +N+ 64. die #in&ing euipment for tool ma&ing) to name a fe!.
"he produ%t de'elopment %y%le i# fa%ilitated by #tate/of/the/art
+14I+1. te%hnology that enable# #eamle## integration from #tyling and 34
#olid modeling to engineering de#ign) tool de#ign) tool ma&ing and prototype
ma&ing. ;ur RH4 initiati'e#) !hi%h ha'e been re%ogni*ed by the 4SIR) ha#
earned #e'eral a%%olade# for it# de#ign effort#. "hi# in%lude# a national a!ard
from the 4SIR for the 4e#ign and 4e'elopment of a Slim .o'ement and more
re%ently a!ard# in re%ognition of 6,%ellen%e in 6le%troni%# for t!o #u%%e##i'e
year# from the .ini#try of Information "e%hnology. "he %ompany ha# been
re%ently #hortli#t by +SIR for funding #ome &ey RH4 pro$e%t 8#9. "he +ompany
ha# been %ertified under IS; B001J 2000 Kuality Sy#tem Standard#. "he Ne!
bu#ine## -roup 8%on#i#ting of :re%i#ion 6ngineering %omponent#) +lo%&# and
related %omponent# and .a%hine Building and 1utomation9 i# in the pro%e## of
e#tabli#hment and i# poi#ed for #ignifi%ant gro!th during the %urrent year. It i# in
the pro%e## of implementing "S 16B4B Standard#.
+;.:6"I"I<6 6N<IR;N.6N"
"he Indian !ri#t !at%h mar&et i# e#timated to be of the order of 20/2?
million !at%he# a year) of !hi%h the legitimate #e%tor a%%ount# for about 12
million ."he a'erage annual #ale of !at%he# in India i# 20/2? per thou#and of the
population) far belo! the !orld a'erage of 100 per thou#and. "here i# therefore a
tremendou# potential for !at%he# in India. "itan i# the a%&no!ledged mar&et
leader in India !ith a 2?G #hare of total mar&et. "hroughout mo#t of it# 17/year
hi#tory it# gro!th ha# e,%eeded that of the mar&et.
"itan i# entering an in%rea#ingly %ompetiti'e !orld. "he #tagnation of
de'eloped mar&et# and the remo'al of trade barrier# !ill #ee an in%rea#ed fo%u#
on the Indian mar&et by a 'ariety of international player#. "itanD# ma$or
%ompetitor# in%lude dome#ti% brand# #u%h a# 0.") "ime, and .a,ima and
=oreign brand#) +iti*en) Sei&o and brand# of S!at%h -roup.
(o%al %ompetition i# al#o from a multitude of player #u%h a# (ame,)
Ro%hee# and "ime!ell !ho do not largely play by the rule# and e'ade ta,e#.
"here are al#o a number of !at%he# ultra premium S!i## a# !ell a# a 'ariety of
fa#hion label brand# #u%h a#) +artier) :iaget) 6#pirit) =o##il) et% that are
%on#tantly entering the dome#ti% mar&et.
+ompetition al#o %ome# from other produ%t %ategorie# that are
%ompeting for the di#%retionary and di#po#able in%ome# of middle %la## and
upper %la## hou#ehold#.
1 ne! brand) Sonata !a# laun%hed during 1BB6/B7 to ta&e ad'antage
of the fa#t gro!ing 'alue #egment of the Indian !at%h mar&et. +on#umer
re#ear%h #ho!ed that there !a# an opportunity for a uality branded player in a
#egment that i# largely dominated by unbranded) lo! uality grey mar&et player#.
"hi# #egment i# 'ery pri%e/#en#iti'e and ha# been traditionally #er'i%ed by 0.")
"ime,) .a,ima and a large number of !at%hma&er# !ho a##emble !at%he# !ith
%heap mo'ement#) !hi%h are freely importable / at 'irtually thro!a!ay pri%e#
due to o'er/produ%tion a%ro## the !orld. Sonata i# already the large#t metal
brand in the %ategory. "itan e,pe%t# to u#e Sonata to dri'e in%rea#ed mar&et
#hare gain# a# !ell a# to penetrate the gro!ing rural mar&et.
"he "itan brand and it# #ub/brand# #upply the abo'e R# 1)000 mar&et.
"he mar&et belo! R# 1)000 i# #upplied by the Sonata brand. "he former ha# a
22G mar&et #hare and the latter ha# a 27G mar&et #hare. In re%ent year# the
bul& of gro!th ha# %ome from the Sonata brand.
"he +ompanyD# future ha# to be %learly built upon it# e,i#ting #trength#
and #&ill# a# !ell a# on ne! opportunitie# that emerge in a globali#ed India and
the international mar&et. "he %riti%al #u%%e## fa%tor# !hi%h ha# enabled the
%ompany to #u%%eed and %ontinue to #u%%eed in a %ompetiti'e en'ironment
therefore areL
=or gro!th idea# it i# al!ay# an open hou#e at "itan. "he %ompanyD#
leader# en%ourage manager# at 'ariou# le'el# to %hange) or #ugge#t %hange# to)
rule# and regulation# and pro%edure# if they hinder progre##. "o fo#ter
%ontinuou# impro'ement) #ugge#tion# from employee#) %u#tomer feedba%&)
'ariety of #ati#fa%tion #ur'ey#) mar&et re#ear%h) #haring of be#t pra%ti%e#)
ben%hmar&ing and feedba%& from the "B6. a##e##ment# are often u#ed.
;rgani*ational learning and &no!ledge #haring happen# through a
'ariety of mean#. =rom informal learningD# through $ournal#) 'i#iting fair#)
intera%tion !ith %u#tomer#) #upplier#) employee# to more formal mean# #u%h a#
%la##room training) attending #eminar#) parti%ipation in "ata %hange initiati'e#
and &no!ledge #haring %lub#. "he#e are embedded in the !ay !e in#titute a
learning %ulture. 6ffe%ti'e 5#e of I" i# an important a#pe%t in thi# regard.
"he name "I"1N i# an a%ronym deri'ed from the !ord# "1"1 IN45S"RI6S 1N4
"1.I(N145. "I"1N !at%he# limited
1.( INDUSTRY PROFILE
Time and its role in the history of thought and action
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Growth of the watch industry
T&' 5-'('+/ ;'1.+; 0,- 6-*(/6./)&'( *+ I+;*. *( '(/*1./'; ./ 9'/6''+ 12 1*77*,+ 6./)&'(.
T&' 9.7.+)' 9'*+3 1'/ 98 6./)&'( 9-,23&/ *+/, I+;*. 0-,1 .9-,.;.
-ro!th pro$e%tion# for the indu#try a# a !hole are e#timated to be 6Gp.a.
"hi# e,plain# the po#iti'e rea%tion# of the e,i#ting manufa%turer# in the mar&et to
the ne! entrant#.
:redi%tion# in the indu#try are that a #hift from the pre#ent manufa%ture of
automati% and me%hani%al !at%he# i# ine'itable. "he %urrent trend in the Indian
mar&et i# to!ard# the more #ophi#ti%ated model#. 1ll o'er the !orld me%hani%ally
!ound !at%he# into #ome e,tent) the automati% !at%he# ha'e gi'en !ay to
uart* and digital !at%he#. =or the %u#tomer# more %ompetitor# mean a greater
'ariety and %hoi%e) late#t de#ign# and model# guaranteed after #ale #er'i%e# and
uality produ%t# from %ollaborati'e 'enture# !ith the !orld reo!ned !at%h
manufa%ture#.
O:er:ie; o# !9e In6ian Mar<e!=
T&' 6./)& 1.-4'/ *+ I+;*. -'),-;'; .+ .55-,A*1./' <.72' /2-+,<'- ,0 US B 3$$, 1*77*,+
.+; . <,721' /2-+,<'- ,0 23 1*77*,+ 2+*/( C1##">1###D. I/ *( 3-,6*+3 ./ #E 5'- .++21.
T&' ,-3.+*:'; (')/,- /&./ ),+/-*92/'( /, /&' ,/&'- &.70 &.( 2 5.-/(. T&' 0*-(/ ),+(*(/( ,0
6./)&'( (12337'; 0-,1 .9-,.;. T&' ('),+; ),15-*('( .(('197'; 6./)&'(. T&' 7./'- .-'
1.;' 0-,1 )&'.5 1,<'1'+/( (12337'; 0-,1 )&*+. .+; ,/&'- (,2/& E.(/ A(*.+ ),2+/-*'(.
"he !at%h mar&et !orld !ide %ompri#ed 60G uart*) 27Gdigital and
13Gme%hani%al !at%he#. By %ontra#t in India the digital #egment i# almo#t i#
non/e,i#tent.
HMT= /Hin6u%!an Ma9ine Tool%5
? Started in 1B61.
? -o'ernment of India underta&ing.
? Se'eral bu#ine##e# li&e ma%hine tool#) lamp#) bearing# et%.
TIME>=
? "hird important player in !at%h mar&et.
? 1meri%an !at%h ma&ing %ompany.
? 6ntered Indian mar&et through a tie/up !ith titan.
? "itan operate# in the high pri%e #egment. @hile "ime, at the lo! pri%e end.
? "ime, offering high pri%ed India and %o.
HMT @at%he# are %on'entional and not 'ery fla#hy in their
de#ign#.
TITAN 1re #ophi#ti%ated and dignified.
TIME> +ontra#t) Sporto)un%on'entional and youthful.
Watches
.e%hani%al 6le%troni%
A2/,1./*) A+.7,3 D*3*/.7 H.+; W*+;
1.2 INTERNAL COMMUNICATION PROCESS
INTRODUCTION=
+ommuni%ation i# the lifeblood of bu#ine##. No bu#ine## %an de'elop
in the ab#en%e of effe%ti'e internal and e,ternal %ommuni%ation. Be#ide#)
%ommuni%ation #&ill# of the employee# are gi'en high !eightage at the time of
their appointment a# !ell a# promotion.
+ommuni%ation i# a pro%e## of pa##ing information and under#tanding
from one per#on to another. It may be broadly defined a# the pro%e## of
meaningful intera%tion among human being#. .ore #pe%ifi%ally) it i# the pro%e##
by !hi%h meaning# are per%ei'ed and under#tanding i# rea%hed among human
being#.
If there e,i#t# any effe%ti'e %ommuni%ation bet!een management and
employee#) it help# to bring about an atmo#phere of mutual tru#t and %onfiden%e.
"he employee# &no! e,a%tly !hat i# e,pe%ted of themJ the management i#
a!are of the potentialitie# and limitation# of the employee# and &no!# ho! to
e,ploit the fir#t and ma&e up for the latter. "hi# mutual under#tanding i#
e,tremely benefi%ial to both the partie#.
T9e I$?or!ane O# E##e!i:e Co$$unia!ion% In A Par!ner%9i?
6ffe%ti'e %ommuni%ation i# important in a partner#hip be%au#e itL
3eep# people informed about !hat i# going on
? 6#tabli#he# tru#t
? +reate# a more produ%ti'e en'ironment
? :romote# a more friendly and #ati#fying !or&ing relation#hip
? 1'oid# %onfli%t
? 6nhan%e# %ommitment to the partner#hip
? 0elp# partner# a%hie'e their ob$e%ti'e#
? (ead# to pro'iding better #er'i%e
? ;pen) hone#t) dire%t and po#iti'e %ommuni%ation i# %riti%al to the #u%%e##
of the partner#hip
Ti?% For En%uring An E##e!i:e In!ernal For$al Co$$unia!ion% Proe%%
? 6'ery partner#hip #hould identify a formal internal %ommuni%ation pro%e##
to en#ure information i# effe%ti'ely %ommuni%ated !ithin the partner#hip.
? "o en#ure an effe%ti'e internal %ommuni%ation pro%e## that !ill #upport
the partner#hip) the follo!ing #hould be %on#ideredL
? 6#tabli#h a %ommuni%ation plan and pro%e##. -ood %ommuni%ation
among partner# doe# not happen unle## there i# a plan in pla%e and a
pro%e## ha# been identified to #upport the %ommuni%ation.
? Identify !ho i# re#pon#ible for %ommuni%ation bet!een the partner#.
? 4e'elop an internal %ommuni%ation# plan. 8See Se%tion 3 belo! for #tep#
in de'eloping a %ommuni%ation# plan.9
? Identify !hat information need# to be #hared and !ith !hom.
Ho; To De:elo? An In!ernal Co$$unia!ion% Plan
;utlined belo! are the element# of an internal %ommuni%ation plan. Note that
the#e element# are #imilar for de'eloping a %ommuni%ation# plan dire%ted to
e,ternal audien%e#.
Anal"@e !9e Si!ua!ion
? +larify if there i# an atmo#phere of tru#t. 4etermine if there are unre#ol'ed
i##ue#. 4etermine !ho #hould be re#pon#ible to en#ure the
%ommuni%ation ta&e# pla%e. Set +ommuni%ation ;b$e%ti'e#
? +larify the o'erall purpo#e of the %ommuni%ation. 4efine !hat you !ant
your %ommuni%ation to a%hie'eM
Kno; "our Au6iene%
? 4efine the indi'idual# and group# you !ant to rea%h. 3no! your
audien%e# in term# of their general %hara%teri#ti%#) attitude#) and
influen%e.
I6en!i#" Ke" Me%%age%
? Identify the information that different audien%e# need. 4e'elop %lear
me##age# for the#e audien%e# N you !ant to ma&e #ure you are rea%hing
the right indi'idual# !ith the right me##age#.
De:elo? a Co$$unia!ion S!ra!eg"
? 4etermine !hat your o'erall %ommuni%ation #trategy i# to be) e.g.) i# it to
be formal or informal) ongoing or #hort term) proa%ti'e or rea%ti'eM
I6en!i#" Co$$unia!ion A!i:i!ie%
? 4etermine !hi%h method# you are going to u#e to get your me##age# to
the audien%e#. "he#e may in%ludeL fa%e to fa%e %ommuni%ation #u%h a#
meeting# and information #e##ion#J tele%onferen%ingJ memo#) do%ument#
or ne!#letter#J bulletin board#J or e/mail and internet.
? +hoo#e the method !hi%h i# mo#t appropriate for the information and the
audien%e.
? :repare a Budget
? Internal %ommuni%ation# ta&e time and re#our%e# and need to be in%luded
in budget %on#ideration#.
? 4o an e'aluation/ 4id it @or&M
? 1##e## !hether your %ommuni%ation #trategie# are !or&ing and !hether
the right information i# rea%hing the right audien%e# at the right time.
Ti?% For En%uring E##e!i:e In#or$al /8erAal5 Co$$unia!ion
? "he follo!ing outline# tip# to en#ure effe%ti'e 'erbal %ommuni%ation
among partner#. .any mi#under#tanding ari#e be%au#e of !hat !e #ay
and ho! !e #ay it. @e fir#t need to re%ogni*e the barrier# to effe%ti'e
%ommuni%ation before !e %an under#tand ho! to deal !ith them and !hat
#&ill# !e reuire for effe%ti'e %ommuni%ation.
Co$$unia!ion &arrier%
? 1 %ommuni%ation barrier i# #omething that pre'ent# u# from under#tanding
the meaning of !hat i# being %ommuni%ated. @e a##ume that the
meaning !e intend i# the #ame for the per#on that hear# our meaning.
0o!e'er) thi# i# often not the %a#e for many different rea#on#. 4ifferent
%ulture# ha'e different !ay# of %ommuni%ating. 1l#o) the tone !e u#e)
body language and fa%ial e,pre##ion# %an be%ome barrier# to effe%ti'e
%ommuni%ation.
"he #pea&er) the per#on gi'ing the me##ageL
? I# not %lear.
? Seem# un%ertain and gi'e# an ambiguou# me##age.
? 5#e# !ord# that are not %on%i#e.
? 5#e# !ord# that may ha'e different meaning# to different people. +ultural
differen%e# play a large role here.
? 5#e# different non/'erbal %ue# that ha'e different meaning#. =or e,ample)
eye %onta%t in one %ulture may be regarded a# being impolite) but in
another i# regarded a# re#pe%tful.
? +onfu#e# the 'erbal me##age !ith %ontradi%tory non/'erbal %lue# #u%h a#
fa%ial e,pre##ion) 'o%al e,pre##ion) po#ture) ge#ture or a%tion#.
? -i'e# a me##age that i# $udging or blaming.
? -i'e# a me##age that i# patroni*ing 8tal&ing do!n9.
? -i'e# a me##age that i# defen#i'e.
? "he li#tener) the per#on re%ei'ing the me##ageL
? I# di#tra%ted.
? 0ear# through hi#Iher o!n Ofilter#P that di#tort mu%h of !hat i# being #aid.
"he#e filter# in%lude $udging) $umping to %on%lu#ion#) or a'oidan%e.
? I# di#mi##i'e or ignore# !hat i# being #aid.
? @hat other barrier# to %ommuni%ation ha'e you e,perien%edM
R6<I6@ ;= (I"6R1"5R6
INTERNAL COMMUNICATION=
+ommuni%ation i# the lifeblood of bu#ine##. No bu#ine## %an de'elop in
the ab#en%e of effe%ti'e internal and e,ternal %ommuni%ation. Be#ide#)
%ommuni%ation #&ill# of the employee# are gi'en high !eightage at the time of
their appointment a# !ell a# promotion.
It i# #aid to be #tru%tured %ommuni%ation !ithin an organi*ation pertaining
to a%%ompli#hing !or& goal#. By #tru%tured !e mean that #u%h %ommuni%ation i#
built into the organi*ationD# plan of operation.
(6SI31R. :6""I" O &u%ine%% Co$$unia!ion O #i,th edition.
+ommuni%ation i# not a natural human a%ti'ity. @e learn to %ommuni%ate.
it i# not in#tin%ti'e but taught.
+ommuni%ation i# a pro%e## of pa##ing information and under#tanding
from one per#on to another. It may be broadly defined a# the pro%e## of
meaningful intera%tion among human being#. .ore #pe%ifi%ally) it i# the pro%e##
by !hi%h meaning# are per%ei'ed and under#tanding i# rea%hed among human
being#.
0R. %ommuni%ation# program# are de#igned to &eep employee#
informed of organi*ational e'ent#) and &no!ledgeable of the poli%ie# and
pro%edure# affe%ting them.
41<I4.1.46+6NE; S"6:06N.:.R;BBINS
O HUMAN RESOURCE MANA'EMENT , #e'enth edition
I+/'-+.7 ),112+*)./*,+ *( ),+(*;'-'; . <*/.7 /,,7 0,- 9*+;*+3 .+ ,-3.+*:./*,+,
'+&.+)*+3 '157,8'' 1,-.7', 5-,1,/*+3 /-.+(5.-'+)8 .+; -';2)*+3 .//-*/*,+.
I-,+*).778, 6&*7' '<'-89,;8 2+;'-(/.+;( .+; /.74( .9,2/ /&' (*3+*0*).+)' ,0 *+/'-+.7
),112+*)./*,+, <'-8 0'6 .-' .97' /, 1.+.3' */ '00*)*'+/78. B,/& /&' 7,+3>/'-1 .+;
(&,-/>/'-1 0.77,2/ ,0 *+'00')/*<' *+/'-+.7 ),112+*)./*,+ ).+ 9' ;.1.3*+3 0,- .+
,-3.+*:./*,+. I/ ).+ (/.-/ 0-,1 /&' (5-'.; ,0 -21,-( /, ;*(*772(*,+1'+/ .1,+3
'157,8''( /, . 3-.;2.7 ;'(/-2)/*,+ ,0 /&' ),15.+8’( 9-.+; *1.3'. W,-(', */ 1.8 .7(,
7'.; /, /&' (7,6 ;'./& ,0 /&' ,-3.+*:./*,+.
Sigband ) Norman B.PCo$$unia!ion For Manage$en! O S%ott)=oreman
and +o.) -len'ie! Illinoi# 1pril ) 2 1B6B ):.7.
T9e I$?or!ane O# E##e!i:e Co$$unia!ion% In A Par!ner%9i?
6ffe%ti'e %ommuni%ation i# important in a partner#hip be%au#e itL
3eep# people informed about !hat i# going on
? 6#tabli#he# tru#t
? +reate# a more produ%ti'e en'ironment
? :romote# a more friendly and #ati#fying !or&ing relation#hip
? 1'oid# %onfli%t
? 6nhan%e# %ommitment to the partner#hip
? 0elp# partner# a%hie'e their ob$e%ti'e#
? (ead# to pro'iding better #er'i%e
? ;pen) hone#t) dire%t and po#iti'e %ommuni%ation i# %riti%al to the #u%%e##
of the partner#hip
+++.?er#or$ane-a??rai%al%.org
Co$$unia!ion &arrier%
1 %ommuni%ation barrier i# #omething that pre'ent# u# from under#tanding
the meaning of !hat i# being %ommuni%ated. @e a##ume that the meaning
!e intend i# the #ame for the per#on that hear# our meaning. 0o!e'er) thi# i#
often not the %a#e for many different rea#on#. 4ifferent %ulture# ha'e different
!ay# of %ommuni%ating. 1l#o) the tone !e u#e) body language and fa%ial
e,pre##ion# %an be%ome barrier# to effe%ti'e %ommuni%ation.
;;;.?r%.aI"3@6BItool#G?+%ommun.html
doc_472452385.doc
INDUSTRIES LTD - HOSUR
By
SATHIYA .S
Reg.No.71103631042
of
Kongu Engineering College
A PROJECT REPORT
Submitted to the
Faul!" o# Manage$en! Siene%
In partial fulfillment of the reuirement
for the a!ard of the degree
Of
MASTER OF &USINESS ADMINISTRATION
IN
HUMAN RESOURCE MANA'EMENT
JUNE ())*
A&STRACT
"hi# pro$e%t i# underta&en to #tudy the effe%ti'ene## of internal
%ommuni%ation pro%e## at "itan indu#trie# (td) !at%h di'i#ion one of the leading
!at%h manufa%turer in the !orld.
"he organi*ation i# ha'ing 'ariou# fa%ilitie# for the purpo#e of
%ommuni%ation among the people !or&ing in the organi*ation #u%h a# Noti%e
Board) +ir%ular) Ne!# Bo,) "elephone) -roup .eeting#) In/0ou#e .aga*ine#
and +ompany Intranet fa%ilitie#.
"he main ob$e%ti'e i# to find out the effe%ti'ene## of the internal
%ommuni%ation pro%e## and to find the #ati#fa%tion le'el of the employee#.
"he re#ear%h de#ign u#ed for the #tudy !a# de#%ripti'e re#ear%h. It
in%lude# fa%t/finding enuirie# of different &ind. Random #ampling te%hniue !a#
u#ed in #ele%ting the #ample#. "he data !a# %olle%ted through #ur'ey method. 1
ue#tionnaire !a# prepared and admini#tered to 100 employee# of "itan
Indu#trie# (td.
"he data !a# tabulated and analy*ed for logi%al #tatement# u#ing #imple
per%entage analy#i# and paired #ign te#t. "he #tudy ha# re'ealed that the
effe%ti'ene## of internal %ommuni%ation among the management and employee#
i# fairly good) and ma$ority of the employee# are #ati#fied !ith the %ommuni%ation
!ithin the organi*ation.
ACKNO+LED'EMENT
I o!n my #in%ere than&# to .r.2.S01N31R) .anager ) per#onnel
1dmini#tration) "I"1N IN45S"RI6S (I.I"64 for granting permi##ion to do my
pro$e%t !or& in thi# e#teemed organi*ation.
I e,pre## my heartfelt than&# to .r. R.B01(17I6) .anager 8"otal
6mployee In'ol'ement9 for their #upport) guidan%e and en%ouragement for the
#u%%e##ful %ompletion of my pro$e%t.
.y #in%ere than&# to 4r.1...N1"1R171N) :rin%ipal) 3;N-5
6N-IN66RIN- +;((6-6) !ho pro'ided thi# opportunity to %arry out thi#
pro$e%t.
.y #in%ere gratitude to prof.S5R6S0 35.1R) 4ire%tor) 4epartment) of
.anagement #tudie#) 3;N-5 6N-IN66RIN- +;((6-6) for hi# %on#tant
#upport and guidan%e throughout my pro$e%t !or&.
.y profound gratitude to my fa%ulty guide 4r. N.-N1N1S1B1:1"02)
1##t profe##or) 4epartment of .anagement Studie#) 3;N-5 6N-IN66RIN-
+;((6-6 for hi# guidan%e.
&ONAFIDE CERTIFICATE
+ertified that thi# pro$e%t titled , A STUDY ON INTERNAL
COMMUNICATION PROCESS AT TITAN INDUSTRIES LTD - HOSUR. i# the
bonafide !or& of M%. SATHIYA.S /RE'.NO.011)2321)4(5 !ho %arried out the
re#ear%h under my #uper'i#ion.+ertified further) that to the be#t of my &no!ledge
the !or& reported herein doe# not form part of any other pro$e%t report or
di##ertation on the ba#i# of !hi%h a degree or a!ard !a# %onferred on an earlier
o%%a#ion on thi# or any other %andidate.
S5:6R<IS;R 0614 ;= "06 46:1R".6N"
<i'a/'o%e held on >>>>>>>>>..
Internal 6,aminer 6,ternal 6,aminer
+;N"6N"S
CHAPTERS PARTICULARS PA'E NO
1BS"R1+"
iii
(IS" ;= "1B(6S
'ii
(IS" ;= +01R"S
'iii
1
INTRODUCTION
1.1 IN45S"R2 :R;=I(6
1
1.2 +;.:1N2 :R;=I(6
?
1.3 :R;76+" :R;=I(6
11
1.4 R6<I6@ ;= (I"6R1"5R6
(
INTERNAL COMMUNICATION PROCESS
2.1 S+;:6 ;= "06 S"542
2.2 ;B76+"I<6S ;= "06 S"542
2.3 (I.I"1"I;NS ;= "06 S"542
2.4 R6S61R+0 .6"0;4;(;-2
2
FIN'IN'S AND CONCLUSION
3.1 1N1(2SIS 1N4 IN"6R:R6"1"I;N
3.2 =IN4IN-S
3.3 S5--6S"I;NS
3.4 +;N+(5SI;N
1::6N4IA
R6=6R6N+6S
LIST OF CHARTS
CHART
NO
"I"(6
PAGE
NO
3.1.1
PERCENTAGE OF RESPONDENTS RECEIVED THE
INFORMATION ABOUT COMPANY’S STRATEGIC PLANS
AND POLICIES
3.1.2
PERCENTAGE OF RESPONDENTS INFORMED ABOUT THE
DETAILS OF THE COMPANY
3.1.3
PERCENTAGE OF RESPONDENTS RECEIVE RELEVANT
GUIDELINES TO, HOW TO CARRY ON ROUTINE TASK
3.1.4
RESPONDENTS OPINION ABOUT THE MEETINGS
CONDUCTED AT REGULAR INTERVALS.
3.1.5
RESPONDENTS SATISFACTION ON TWO WAY
COMMUNICATION SHARED WITH MANAGEMENT AND
EMPLOYEES.
3.1.
RESPONDENTS OPINION ABOUT THE GROUP MEETINGS
ORGANISED REGULARLY IN THE COMPANY
3.1.!
SATISFACTION LEVEL OF THE RESPONDENTS ABOUT
THE DISCUSSIONS IN GROUP MEETINGS.
3.1."
PERCENTAGE OF RESPONDENTS RECEIVE THE
PERFORMANCE FEEDBACK REGULARLY
3.1.#
RESPONDENTS OPINION ABOUT THE COMMUNICATION
WITH SUPERIORS
3.1.1$
RESPONDENTS OPINION ABOUT THE OPEN
COMMUNICATION
CHART
NO
"I"(6
PAGE
NO
3.1.11
RESPONDENTS OPINION ABOUT THE CONFLICTS ARE
RESOLVED BY THE SUPERIOR FOR BOTH FAMILY AND
PERSONAL ISSUES
3.1.12
PERCENTAGE OF THE RESPONDENTS RECEIVE THE
INFORMATIONS CONVEYED BY THE SUPERIOR
3.1.13
PERCENTAGE OF RESPONDENTS ARE MOTIVATED BY
THE SUPERIOR THROUGH FRIENDLY INTERACTION
3.1.14
RESPONDENTS OPINION ABOUT THE RIGHT
INFORMATIONS ARE PROVIDED THROUGH RIGHT
MEDIA
3.1.15
RESPONDENTS OPINION ABOUT THE OPPORTUNITIES
PROVIDED TO E%PRESS IDEAS AND OPINIONS
3.1.1
RESPONDENTS OPINION ABOUT THE OPPORTUNITIES
ARE PROVIDED FOR THE EMPLOYEES TO INTERACT
WITH THE INTERDEPARTMENT LEVEL
3.1.1!
RESPONDENTS OPINION ABOUT THE COMMUNICATION
FACILITATES BETTER PERFORMANCE
3.1.1"
RESPONDENTS OPINION ABOUT THE CLEAR AND
UNDERSTANDABLE COMMUNICATION IN THE
COMPANY
3.1.1#
RESPONDENTS OPINION ABOUT THE PERIODICAL
TRAINING PROVIDED FOR EFFECTIVE
COMMUNICATION
(IS" ;= "1B(6S
TABLE
NO
"I"(6 PAGE
NO
3.1.1
"@; "1I(64 SI-N "6S" =;R +;.:1RIS;N B6"@66N
S"R1"6-I+
1N 1N4 +;.:1N2 46"1I(S3.1.2
"@; "1I(64 SI-N "6S" =;R +;.:1RIS;N B6"@66N
+;.:1N2 46"1I(S 1N4 R;5"IN6 "1S3
3.1.3
"@; "1I(64 SI-N "6S" =;R +;.:1RIS;N B6"@66N
.1N1-6.6N" .66"IN- 1N4 -R;5: .66"IN-
3.1.4
"@; "1I(64 SI-N "6S" =;R +;.:1RIS;N B6"@66N
:6R=;R.1N+6 =664B1+3 1N4 :6RI;4I+1(
"R1ININ-
3.1.5
"@; "1I(64 SI-N "6S" =;R +;.:1RIS;N B6"@66N
:6R=;R.1N+6 =664B1+3 1N4 S;..5NI+1"I;N
@I"0 S5:6RI;RS
3.1.
"@; "1I(64 SI-N "6S" =;R +;.:1RIS;N B6"@66N
+;..5NI+1"I;N @I"0 S5:6RI;RS 1N4 R6S;(<IN-
+;N=(I+"S
3.1.!
"@; "1I(64 SI-N "6S" =;R +;.:1RIS;N B6"@66N
R6S;(<IN- +;N=(I+"S 1N4 IN=;R.1"I;N =R;.
S5:6RI;RS
3.1."
"@; "1I(64 SI-N "6S" =;R +;.:1RIS;N B6"@66N
.;"I<1"I;N 1N4 RI-0" IN=;R.1"I;N
3.1.#
"@; "1I(64 SI-N "6S" =;R +;.:1RIS;N B6"@66N
;::;R"5NI"I6S "; 6A:R6SS I461S 1N4
;::;R"5NI"I6S "; IN"6R1+" @I"0 ;"06R
46:1R".6N"
3.1.1$
"@; "1I(64 SI-N "6S" =;R +;.:1RIS;N B6"@66N
COMMUNICATION FACILITATES PERFORMANCE AND
+(61R IN=;R.1"I;N =R;. S5:6RI;RS
1.1 +;.:1N2 :R;=I(6
In!ro6u!ion
"itan Indu#trie# (td. !a# in%orporated in 1BC4 a# a $oint
'enture bet!een the "ata and the "amil Nadu Indu#trial 4e'elopment
+orporation (imited) a -o'ernment of "amil Nadu underta&ing. "he +ompany
ha# it# Regi#tered ;ffi%e in 0o#ur) an indu#trial to!n in "amil Nadu) and it#
+orporate ;ffi%e in Bangalore) 3arnata&a. "he +ompany ha# been engaged in
the manufa%ture and mar&eting of uart* !at%he# #in%e the year 1BC7.
"he +ompanyD# produ%t# are di#tributed through a net!or& #panning
o'er C)600 retail outlet# %o'ering 2030 to!n#. "he net!or& in%lude# 160 @orld of
"itan #ho!room# and 142 "itan %ontrolled multi/brand outlet# %hri#tened "ime
Eone. In line !ith it# #trategy of fo%u##ing on the ma$or brand# the %ompany ha#
al#o opened four e,%lu#i'e outlet# for the Sonata brand of !at%he#) on an
e,perimental ba#i#. "he net!or& i# #upported by +=1D# 8329) Redi#tribution
Sto%&ie#t 8"itan 3B) Sonata 41)%ommon "itanFSonata 1?9 and manned by
logi#ti%# profe##ional# !ho#e unen'iable ta#& it i# to minimi#e #to%&/out# a%ro##
more than a thou#and 'ariant#.
"he %ompany al#o e,port# about 10 G of it !at%he# primarily to the
.iddle 6a#t) =ar 6a#t and 6urope. Infa%t in .iddle 6a#t it# the no 1 brand in
uite a fe! %ountrie#.
TITAN7S CORPORATE O&JECTI8ES
It i# "itanD# %orporate ob$e%ti'e to be a #ignifi%ant and re#pe%ted
global !at%h) and $e!elry brand) and al#o be the mar&et leader in India) in%luding
being the premier retailer of the#e produ%t#.
"itan !ill u#e it# manufa%turing #trength# to produ%e a 'ariety of mi%ro/
pre%i#ion engineering and ele%troni% produ%t# unrelated to !at%he#.
"itan !ill u#e it# %ore %ompeten%ie# in the area# of de#ign) mar&eting)
retailing) #ouring and manufa%turing) a# appropriate) to e,tend it# bu#ine##
a%ti'itie# to other pre#tigiou# per#onal u#e produ%t# and lu,ury good#.
In the pur#uit of the#e ob$e%ti'e#) effi%ien%y !ill al!ay# be a high %orporate
goal #o a# to al!ay# deli'er the be#t 'alue for money to the %u#tomer.
In doing #o) "itan e,pe%t# to put India on the !orld map for high uality
good# and #er'i%e# a# al#o add 'alue to the pre#tigiou# "ata name on !hi%h it
dra!#.
In all it# endea'or#) "itan !ill #ee& to !in global profe##ional re%ognition
not only for the a%hie'ement of it# bu#ine## ob$e%ti'e#) but al#o for the mean# it
u#e# for their a%hie'ement. 0igh bu#ine## ethi%# i# an end in it#elf.
In the pur#uit of it# bu#ine## ob$e%ti'e#) "itan e,pe%t# to en#ure a high
degree of #ati#fa%tion to all tho#e !ith !hom it intera%t# in%luding employee#)
#hareholder#) ban&# and lending in#titution#) the in'e#ting publi% in general)
#upplier#) %u#tomer#) the %ommunity in !hi%h it fun%tion#) the State of "amil
Nadu and #o%iety at large.
Te9nolog"
"itanD# !at%h manufa%turing fa%ility !a# #et up in 1BC7) !ith te%hni%al
&no!/ho! from 6urope and 7apan. ;'er the year the +ompany ha# e#tabli#hed
highly integrated manufa%turing fa%ilitie# and ha# gro!n to be%ome the #i,th
large#t !at%h manufa%turer brand in the !orld. "he +ompany manufa%ture#
!at%h mo'ement#) !at%h%a#e# in #teel and bra##) and bra%elet# in #olid a# !ell
a# #heet #teel. "he manufa%turing pro%e##e# employed in%lude mi%ropre%i#ion
operation# 8.anufa%turing of %omponent# and #ub a##emblie#9 0ot H %old
forging) #tamping) in$e%tion molding and tool ma&ing. Some of the &ey fa%ilitie#
for the abo'e in%lude +N+ ma%hining %enter#) Ion plating euipment for #urfa%e
fini#hing) pre%i#ion 'ibratory type ele%troplating) 7ig boring and 7ig grinding) 3/
a,i# +N+ milling !ith on/line programming) 41I2/a,i# +N+ 64. !ire/%ut
ma%hine#) +N+ 64. die #in&ing euipment for tool ma&ing) to name a fe!.
"he produ%t de'elopment %y%le i# fa%ilitated by #tate/of/the/art
+14I+1. te%hnology that enable# #eamle## integration from #tyling and 34
#olid modeling to engineering de#ign) tool de#ign) tool ma&ing and prototype
ma&ing. ;ur RH4 initiati'e#) !hi%h ha'e been re%ogni*ed by the 4SIR) ha#
earned #e'eral a%%olade# for it# de#ign effort#. "hi# in%lude# a national a!ard
from the 4SIR for the 4e#ign and 4e'elopment of a Slim .o'ement and more
re%ently a!ard# in re%ognition of 6,%ellen%e in 6le%troni%# for t!o #u%%e##i'e
year# from the .ini#try of Information "e%hnology. "he %ompany ha# been
re%ently #hortli#t by +SIR for funding #ome &ey RH4 pro$e%t 8#9. "he +ompany
ha# been %ertified under IS; B001J 2000 Kuality Sy#tem Standard#. "he Ne!
bu#ine## -roup 8%on#i#ting of :re%i#ion 6ngineering %omponent#) +lo%&# and
related %omponent# and .a%hine Building and 1utomation9 i# in the pro%e## of
e#tabli#hment and i# poi#ed for #ignifi%ant gro!th during the %urrent year. It i# in
the pro%e## of implementing "S 16B4B Standard#.
+;.:6"I"I<6 6N<IR;N.6N"
"he Indian !ri#t !at%h mar&et i# e#timated to be of the order of 20/2?
million !at%he# a year) of !hi%h the legitimate #e%tor a%%ount# for about 12
million ."he a'erage annual #ale of !at%he# in India i# 20/2? per thou#and of the
population) far belo! the !orld a'erage of 100 per thou#and. "here i# therefore a
tremendou# potential for !at%he# in India. "itan i# the a%&no!ledged mar&et
leader in India !ith a 2?G #hare of total mar&et. "hroughout mo#t of it# 17/year
hi#tory it# gro!th ha# e,%eeded that of the mar&et.
"itan i# entering an in%rea#ingly %ompetiti'e !orld. "he #tagnation of
de'eloped mar&et# and the remo'al of trade barrier# !ill #ee an in%rea#ed fo%u#
on the Indian mar&et by a 'ariety of international player#. "itanD# ma$or
%ompetitor# in%lude dome#ti% brand# #u%h a# 0.") "ime, and .a,ima and
=oreign brand#) +iti*en) Sei&o and brand# of S!at%h -roup.
(o%al %ompetition i# al#o from a multitude of player #u%h a# (ame,)
Ro%hee# and "ime!ell !ho do not largely play by the rule# and e'ade ta,e#.
"here are al#o a number of !at%he# ultra premium S!i## a# !ell a# a 'ariety of
fa#hion label brand# #u%h a#) +artier) :iaget) 6#pirit) =o##il) et% that are
%on#tantly entering the dome#ti% mar&et.
+ompetition al#o %ome# from other produ%t %ategorie# that are
%ompeting for the di#%retionary and di#po#able in%ome# of middle %la## and
upper %la## hou#ehold#.
1 ne! brand) Sonata !a# laun%hed during 1BB6/B7 to ta&e ad'antage
of the fa#t gro!ing 'alue #egment of the Indian !at%h mar&et. +on#umer
re#ear%h #ho!ed that there !a# an opportunity for a uality branded player in a
#egment that i# largely dominated by unbranded) lo! uality grey mar&et player#.
"hi# #egment i# 'ery pri%e/#en#iti'e and ha# been traditionally #er'i%ed by 0.")
"ime,) .a,ima and a large number of !at%hma&er# !ho a##emble !at%he# !ith
%heap mo'ement#) !hi%h are freely importable / at 'irtually thro!a!ay pri%e#
due to o'er/produ%tion a%ro## the !orld. Sonata i# already the large#t metal
brand in the %ategory. "itan e,pe%t# to u#e Sonata to dri'e in%rea#ed mar&et
#hare gain# a# !ell a# to penetrate the gro!ing rural mar&et.
"he "itan brand and it# #ub/brand# #upply the abo'e R# 1)000 mar&et.
"he mar&et belo! R# 1)000 i# #upplied by the Sonata brand. "he former ha# a
22G mar&et #hare and the latter ha# a 27G mar&et #hare. In re%ent year# the
bul& of gro!th ha# %ome from the Sonata brand.
"he +ompanyD# future ha# to be %learly built upon it# e,i#ting #trength#
and #&ill# a# !ell a# on ne! opportunitie# that emerge in a globali#ed India and
the international mar&et. "he %riti%al #u%%e## fa%tor# !hi%h ha# enabled the
%ompany to #u%%eed and %ontinue to #u%%eed in a %ompetiti'e en'ironment
therefore areL
=or gro!th idea# it i# al!ay# an open hou#e at "itan. "he %ompanyD#
leader# en%ourage manager# at 'ariou# le'el# to %hange) or #ugge#t %hange# to)
rule# and regulation# and pro%edure# if they hinder progre##. "o fo#ter
%ontinuou# impro'ement) #ugge#tion# from employee#) %u#tomer feedba%&)
'ariety of #ati#fa%tion #ur'ey#) mar&et re#ear%h) #haring of be#t pra%ti%e#)
ben%hmar&ing and feedba%& from the "B6. a##e##ment# are often u#ed.
;rgani*ational learning and &no!ledge #haring happen# through a
'ariety of mean#. =rom informal learningD# through $ournal#) 'i#iting fair#)
intera%tion !ith %u#tomer#) #upplier#) employee# to more formal mean# #u%h a#
%la##room training) attending #eminar#) parti%ipation in "ata %hange initiati'e#
and &no!ledge #haring %lub#. "he#e are embedded in the !ay !e in#titute a
learning %ulture. 6ffe%ti'e 5#e of I" i# an important a#pe%t in thi# regard.
"he name "I"1N i# an a%ronym deri'ed from the !ord# "1"1 IN45S"RI6S 1N4
"1.I(N145. "I"1N !at%he# limited
1.( INDUSTRY PROFILE
Time and its role in the history of thought and action
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4e'elopment of !at%hL
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;'(*3+'- 0.(&*,+ .))'((,-8 &.( 3.*+'; +'6 *15,-/.+)'.
Growth of the watch industry
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T&' 9.7.+)' 9'*+3 1'/ 98 6./)&'( 9-,23&/ *+/, I+;*. 0-,1 .9-,.;.
-ro!th pro$e%tion# for the indu#try a# a !hole are e#timated to be 6Gp.a.
"hi# e,plain# the po#iti'e rea%tion# of the e,i#ting manufa%turer# in the mar&et to
the ne! entrant#.
:redi%tion# in the indu#try are that a #hift from the pre#ent manufa%ture of
automati% and me%hani%al !at%he# i# ine'itable. "he %urrent trend in the Indian
mar&et i# to!ard# the more #ophi#ti%ated model#. 1ll o'er the !orld me%hani%ally
!ound !at%he# into #ome e,tent) the automati% !at%he# ha'e gi'en !ay to
uart* and digital !at%he#. =or the %u#tomer# more %ompetitor# mean a greater
'ariety and %hoi%e) late#t de#ign# and model# guaranteed after #ale #er'i%e# and
uality produ%t# from %ollaborati'e 'enture# !ith the !orld reo!ned !at%h
manufa%ture#.
O:er:ie; o# !9e In6ian Mar<e!=
T&' 6./)& 1.-4'/ *+ I+;*. -'),-;'; .+ .55-,A*1./' <.72' /2-+,<'- ,0 US B 3$$, 1*77*,+
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1.;' 0-,1 )&'.5 1,<'1'+/( (12337'; 0-,1 )&*+. .+; ,/&'- (,2/& E.(/ A(*.+ ),2+/-*'(.
"he !at%h mar&et !orld !ide %ompri#ed 60G uart*) 27Gdigital and
13Gme%hani%al !at%he#. By %ontra#t in India the digital #egment i# almo#t i#
non/e,i#tent.
HMT= /Hin6u%!an Ma9ine Tool%5
? Started in 1B61.
? -o'ernment of India underta&ing.
? Se'eral bu#ine##e# li&e ma%hine tool#) lamp#) bearing# et%.
TIME>=
? "hird important player in !at%h mar&et.
? 1meri%an !at%h ma&ing %ompany.
? 6ntered Indian mar&et through a tie/up !ith titan.
? "itan operate# in the high pri%e #egment. @hile "ime, at the lo! pri%e end.
? "ime, offering high pri%ed India and %o.
HMT @at%he# are %on'entional and not 'ery fla#hy in their
de#ign#.
TITAN 1re #ophi#ti%ated and dignified.
TIME> +ontra#t) Sporto)un%on'entional and youthful.
Watches
.e%hani%al 6le%troni%
A2/,1./*) A+.7,3 D*3*/.7 H.+; W*+;
1.2 INTERNAL COMMUNICATION PROCESS
INTRODUCTION=
+ommuni%ation i# the lifeblood of bu#ine##. No bu#ine## %an de'elop
in the ab#en%e of effe%ti'e internal and e,ternal %ommuni%ation. Be#ide#)
%ommuni%ation #&ill# of the employee# are gi'en high !eightage at the time of
their appointment a# !ell a# promotion.
+ommuni%ation i# a pro%e## of pa##ing information and under#tanding
from one per#on to another. It may be broadly defined a# the pro%e## of
meaningful intera%tion among human being#. .ore #pe%ifi%ally) it i# the pro%e##
by !hi%h meaning# are per%ei'ed and under#tanding i# rea%hed among human
being#.
If there e,i#t# any effe%ti'e %ommuni%ation bet!een management and
employee#) it help# to bring about an atmo#phere of mutual tru#t and %onfiden%e.
"he employee# &no! e,a%tly !hat i# e,pe%ted of themJ the management i#
a!are of the potentialitie# and limitation# of the employee# and &no!# ho! to
e,ploit the fir#t and ma&e up for the latter. "hi# mutual under#tanding i#
e,tremely benefi%ial to both the partie#.
T9e I$?or!ane O# E##e!i:e Co$$unia!ion% In A Par!ner%9i?
6ffe%ti'e %ommuni%ation i# important in a partner#hip be%au#e itL
3eep# people informed about !hat i# going on
? 6#tabli#he# tru#t
? +reate# a more produ%ti'e en'ironment
? :romote# a more friendly and #ati#fying !or&ing relation#hip
? 1'oid# %onfli%t
? 6nhan%e# %ommitment to the partner#hip
? 0elp# partner# a%hie'e their ob$e%ti'e#
? (ead# to pro'iding better #er'i%e
? ;pen) hone#t) dire%t and po#iti'e %ommuni%ation i# %riti%al to the #u%%e##
of the partner#hip
Ti?% For En%uring An E##e!i:e In!ernal For$al Co$$unia!ion% Proe%%
? 6'ery partner#hip #hould identify a formal internal %ommuni%ation pro%e##
to en#ure information i# effe%ti'ely %ommuni%ated !ithin the partner#hip.
? "o en#ure an effe%ti'e internal %ommuni%ation pro%e## that !ill #upport
the partner#hip) the follo!ing #hould be %on#ideredL
? 6#tabli#h a %ommuni%ation plan and pro%e##. -ood %ommuni%ation
among partner# doe# not happen unle## there i# a plan in pla%e and a
pro%e## ha# been identified to #upport the %ommuni%ation.
? Identify !ho i# re#pon#ible for %ommuni%ation bet!een the partner#.
? 4e'elop an internal %ommuni%ation# plan. 8See Se%tion 3 belo! for #tep#
in de'eloping a %ommuni%ation# plan.9
? Identify !hat information need# to be #hared and !ith !hom.
Ho; To De:elo? An In!ernal Co$$unia!ion% Plan
;utlined belo! are the element# of an internal %ommuni%ation plan. Note that
the#e element# are #imilar for de'eloping a %ommuni%ation# plan dire%ted to
e,ternal audien%e#.
Anal"@e !9e Si!ua!ion
? +larify if there i# an atmo#phere of tru#t. 4etermine if there are unre#ol'ed
i##ue#. 4etermine !ho #hould be re#pon#ible to en#ure the
%ommuni%ation ta&e# pla%e. Set +ommuni%ation ;b$e%ti'e#
? +larify the o'erall purpo#e of the %ommuni%ation. 4efine !hat you !ant
your %ommuni%ation to a%hie'eM
Kno; "our Au6iene%
? 4efine the indi'idual# and group# you !ant to rea%h. 3no! your
audien%e# in term# of their general %hara%teri#ti%#) attitude#) and
influen%e.
I6en!i#" Ke" Me%%age%
? Identify the information that different audien%e# need. 4e'elop %lear
me##age# for the#e audien%e# N you !ant to ma&e #ure you are rea%hing
the right indi'idual# !ith the right me##age#.
De:elo? a Co$$unia!ion S!ra!eg"
? 4etermine !hat your o'erall %ommuni%ation #trategy i# to be) e.g.) i# it to
be formal or informal) ongoing or #hort term) proa%ti'e or rea%ti'eM
I6en!i#" Co$$unia!ion A!i:i!ie%
? 4etermine !hi%h method# you are going to u#e to get your me##age# to
the audien%e#. "he#e may in%ludeL fa%e to fa%e %ommuni%ation #u%h a#
meeting# and information #e##ion#J tele%onferen%ingJ memo#) do%ument#
or ne!#letter#J bulletin board#J or e/mail and internet.
? +hoo#e the method !hi%h i# mo#t appropriate for the information and the
audien%e.
? :repare a Budget
? Internal %ommuni%ation# ta&e time and re#our%e# and need to be in%luded
in budget %on#ideration#.
? 4o an e'aluation/ 4id it @or&M
? 1##e## !hether your %ommuni%ation #trategie# are !or&ing and !hether
the right information i# rea%hing the right audien%e# at the right time.
Ti?% For En%uring E##e!i:e In#or$al /8erAal5 Co$$unia!ion
? "he follo!ing outline# tip# to en#ure effe%ti'e 'erbal %ommuni%ation
among partner#. .any mi#under#tanding ari#e be%au#e of !hat !e #ay
and ho! !e #ay it. @e fir#t need to re%ogni*e the barrier# to effe%ti'e
%ommuni%ation before !e %an under#tand ho! to deal !ith them and !hat
#&ill# !e reuire for effe%ti'e %ommuni%ation.
Co$$unia!ion &arrier%
? 1 %ommuni%ation barrier i# #omething that pre'ent# u# from under#tanding
the meaning of !hat i# being %ommuni%ated. @e a##ume that the
meaning !e intend i# the #ame for the per#on that hear# our meaning.
0o!e'er) thi# i# often not the %a#e for many different rea#on#. 4ifferent
%ulture# ha'e different !ay# of %ommuni%ating. 1l#o) the tone !e u#e)
body language and fa%ial e,pre##ion# %an be%ome barrier# to effe%ti'e
%ommuni%ation.
"he #pea&er) the per#on gi'ing the me##ageL
? I# not %lear.
? Seem# un%ertain and gi'e# an ambiguou# me##age.
? 5#e# !ord# that are not %on%i#e.
? 5#e# !ord# that may ha'e different meaning# to different people. +ultural
differen%e# play a large role here.
? 5#e# different non/'erbal %ue# that ha'e different meaning#. =or e,ample)
eye %onta%t in one %ulture may be regarded a# being impolite) but in
another i# regarded a# re#pe%tful.
? +onfu#e# the 'erbal me##age !ith %ontradi%tory non/'erbal %lue# #u%h a#
fa%ial e,pre##ion) 'o%al e,pre##ion) po#ture) ge#ture or a%tion#.
? -i'e# a me##age that i# $udging or blaming.
? -i'e# a me##age that i# patroni*ing 8tal&ing do!n9.
? -i'e# a me##age that i# defen#i'e.
? "he li#tener) the per#on re%ei'ing the me##ageL
? I# di#tra%ted.
? 0ear# through hi#Iher o!n Ofilter#P that di#tort mu%h of !hat i# being #aid.
"he#e filter# in%lude $udging) $umping to %on%lu#ion#) or a'oidan%e.
? I# di#mi##i'e or ignore# !hat i# being #aid.
? @hat other barrier# to %ommuni%ation ha'e you e,perien%edM
R6<I6@ ;= (I"6R1"5R6
INTERNAL COMMUNICATION=
+ommuni%ation i# the lifeblood of bu#ine##. No bu#ine## %an de'elop in
the ab#en%e of effe%ti'e internal and e,ternal %ommuni%ation. Be#ide#)
%ommuni%ation #&ill# of the employee# are gi'en high !eightage at the time of
their appointment a# !ell a# promotion.
It i# #aid to be #tru%tured %ommuni%ation !ithin an organi*ation pertaining
to a%%ompli#hing !or& goal#. By #tru%tured !e mean that #u%h %ommuni%ation i#
built into the organi*ationD# plan of operation.
(6SI31R. :6""I" O &u%ine%% Co$$unia!ion O #i,th edition.
+ommuni%ation i# not a natural human a%ti'ity. @e learn to %ommuni%ate.
it i# not in#tin%ti'e but taught.
+ommuni%ation i# a pro%e## of pa##ing information and under#tanding
from one per#on to another. It may be broadly defined a# the pro%e## of
meaningful intera%tion among human being#. .ore #pe%ifi%ally) it i# the pro%e##
by !hi%h meaning# are per%ei'ed and under#tanding i# rea%hed among human
being#.
0R. %ommuni%ation# program# are de#igned to &eep employee#
informed of organi*ational e'ent#) and &no!ledgeable of the poli%ie# and
pro%edure# affe%ting them.
41<I4.1.46+6NE; S"6:06N.:.R;BBINS
O HUMAN RESOURCE MANA'EMENT , #e'enth edition
I+/'-+.7 ),112+*)./*,+ *( ),+(*;'-'; . <*/.7 /,,7 0,- 9*+;*+3 .+ ,-3.+*:./*,+,
'+&.+)*+3 '157,8'' 1,-.7', 5-,1,/*+3 /-.+(5.-'+)8 .+; -';2)*+3 .//-*/*,+.
I-,+*).778, 6&*7' '<'-89,;8 2+;'-(/.+;( .+; /.74( .9,2/ /&' (*3+*0*).+)' ,0 *+/'-+.7
),112+*)./*,+, <'-8 0'6 .-' .97' /, 1.+.3' */ '00*)*'+/78. B,/& /&' 7,+3>/'-1 .+;
(&,-/>/'-1 0.77,2/ ,0 *+'00')/*<' *+/'-+.7 ),112+*)./*,+ ).+ 9' ;.1.3*+3 0,- .+
,-3.+*:./*,+. I/ ).+ (/.-/ 0-,1 /&' (5-'.; ,0 -21,-( /, ;*(*772(*,+1'+/ .1,+3
'157,8''( /, . 3-.;2.7 ;'(/-2)/*,+ ,0 /&' ),15.+8’( 9-.+; *1.3'. W,-(', */ 1.8 .7(,
7'.; /, /&' (7,6 ;'./& ,0 /&' ,-3.+*:./*,+.
Sigband ) Norman B.PCo$$unia!ion For Manage$en! O S%ott)=oreman
and +o.) -len'ie! Illinoi# 1pril ) 2 1B6B ):.7.
T9e I$?or!ane O# E##e!i:e Co$$unia!ion% In A Par!ner%9i?
6ffe%ti'e %ommuni%ation i# important in a partner#hip be%au#e itL
3eep# people informed about !hat i# going on
? 6#tabli#he# tru#t
? +reate# a more produ%ti'e en'ironment
? :romote# a more friendly and #ati#fying !or&ing relation#hip
? 1'oid# %onfli%t
? 6nhan%e# %ommitment to the partner#hip
? 0elp# partner# a%hie'e their ob$e%ti'e#
? (ead# to pro'iding better #er'i%e
? ;pen) hone#t) dire%t and po#iti'e %ommuni%ation i# %riti%al to the #u%%e##
of the partner#hip
+++.?er#or$ane-a??rai%al%.org
Co$$unia!ion &arrier%
1 %ommuni%ation barrier i# #omething that pre'ent# u# from under#tanding
the meaning of !hat i# being %ommuni%ated. @e a##ume that the meaning
!e intend i# the #ame for the per#on that hear# our meaning. 0o!e'er) thi# i#
often not the %a#e for many different rea#on#. 4ifferent %ulture# ha'e different
!ay# of %ommuni%ating. 1l#o) the tone !e u#e) body language and fa%ial
e,pre##ion# %an be%ome barrier# to effe%ti'e %ommuni%ation.
;;;.?r%.aI"3@6BItool#G?+%ommun.html
doc_472452385.doc